: Committee of the Whole

 

 

 

 

 

TO:

Mayor and Members of Council

 

 

 

 

FROM:

John Livey, Chief Administrative Officer

 

 

 

 

PREPARED BY:

Marilyn Scott, Manager, Executive Operations

Rhonda Bosch, Program Manager

 

 

 

 

DATE OF MEETING:

November 16,  2004 

 

 

 

 

SUBJECT:

Update on the Status of Council’s 2004 – 2006 Strategic Priorities

 

 

 

 

RECOMMENDATION:

 

That the report on the status of the Town of Markham Council’s Strategic Priorities for the 2004 – 2006 Term be received for information.

 

PURPOSE:

 

To provide an update on the Strategic Priorities of the Town of Markham’s Council for the 2004 – 2006 term.

 

BACKGROUND:

 

At the beginning of each new term of Council, the Members of Council meet to identify the strategic priorities for the new term.  The strategic priorities guide the work effort of staff and Council for the next three years.  The six priorities for Council’s 2004 to 2006 term of office were selected after two days of brainstorming and discussion in January 2004.  The six priorities chosen were:    

 

1.         Addressing Gridlock and Rapid Transit

2.         Creating a better quality of community

3.         Improving environmental protection and management

4.         Implementation of Markham Centre Downtown

5.         Safe Streets

6.         Improving standards of service and service delivery

 

It was understood that Council’s strategic priorities would be addressed within the operating framework of the organization’s six operational priorities for 2004 and in the Commissions’ business plans.  The operational priorities span all commissions and provide staff with the framework to strategically focus on business areas that are most critical to the Town.  The 2004 operational priorities are:

 

  1. Performance management
  2. Key Performance Indicators and trends analysis
  3. Staff training
  4. Staff Communications
  5. Staff Satisfaction Survey Results
  6. Customer satisfaction surveys

 

Council agreed to regularly review their progress with respect to work done to achieve the six strategic priorities.  This report is the first report back on the organization’s progress. 

 

DISCUSSION

 

The six strategic objectives were reported to the organization in April of 2004.  The purpose of this was to provide staff with the opportunity to develop strategies for the priorities and to include the priorities in their 2005 business plans.

 

The development of Business Unit Profiles (BUP) is a critical component to tracking the organization’s accomplishments.  The BUP’s provide a snapshot of objectives and key performance indicators.  With assistance from the Strategy Managers, each of the Town’s twenty-two business units developed Business Unit Profiles.  The Business Unit Profiles identify the services delivered by the unit, and the resources required for service delivery. 

 

Recognizing the importance of aligning the development of the Business Unit Profiles with the annual budget process, on September 16 and 28 all departments presented to the CAO & Commissioners’ Committee their Business Unit Plans for 2005.  The Business Unit Plan presentations included highlights of successes from 2004 and proposed programs for 2005.

 

Since those presentations, the departments have met with the senior staff and finance staff to determine the budgetary implications of the business unit plans.  This process has moved the organization closer to its goal of aligning the business unit planning process with the budget process.  In addition, the involvement of all Commissions in the process has provided a more corporate approach to the requests going forward.

 

In order for the Town to be effective and align itself to better serve the community, the BUP's provide performance measures on how well it is currently doing with respect to its ability to deliver services.   Key performance indicators are measured and used to monitor and manage operations within the corporation.  The process of measuring business performance allows the organization to gain insight into trends and patterns and enables the Town to be proactive in responding to community issues.  In addition, the Business Unit Profile enables an organization to translate vision, mission, and strategy into action by providing feedback to continuously improve performance and results.

 

 

Update on the Status Council’s 2004 – 2006 Strategic Priorities

 

The identification of Strategic Priorities and the subsequent identification of action items against each of the priorities provided staff with clear guidelines of where to focus their efforts and attention.  Great strides have been made with respect to each of the six strategic priorities.  Below is a summary of each of the six strategic priorities with an update on each of the action items. 

 

1. Addressing Gridlock and Rapid Transit 

 

The efficient transportation of goods, services and people is critical to the Town.  Gridlock affects the quality of life and results in losses to productivity for individuals and businesses, and creates increased fuel consumption and emission pollutants.  To deal effectively with gridlock issues requires:

·           improving municipal and regional transit systems

·           making public transit more accessible

·           improving walking and bike trails 

 

Seven actions were identified as priority to address gridlock and rapid transit and the status of those actions is reflected in the table below.

 

Council Priority

Status to Date

1.  Addressing Gridlock

Quick Start Program

Ø       Rapid Transit Quick Start alignment and stop location approved May 2004 to be launched fall 2005

Ø       Promoted Quick Start in “The Leader” newsletter (Q2)

Ø       Hosted presentation by YRTP  to realtors & developers (Q3)

Ø       Commercial Policy Review is underway (unplanned Priority) started spring ‘04 – developing neighbourhood focus

 

Integration of Rapid Transit Into Communities (i.e. Markham Centre)

Ø       Coordination with Region of York for Yonge Street, Hwy 7 and Warden Avenue Rapid Transit EA’s

Ø       Hwy 7 corridor Study advanced in 2003 (to, among other objectives, address transit supportive development).  Work ongoing

Ø       Commercial Policy Review is underway (unplanned Priority) started spring ‘04 – developing neighbourhood focus

 

Municipal and Regional Road Program

Ø       Enterprise Drive grade separations awarded to Miwell Construction.  Construction started in June 2004 and completion date is Sept 2005.

Ø       Rodick Road grade separation awarded to Graham Bros.  Construction commenced in Oct 2004 with completion Dec. 2005 if permission to work through the winter is granted.

 

Travel Demand Management Initiatives (Markham Centre/Highway 404/Hwy 7)

Ø       EA for HWY 404 crossing north of Hwy 7 – This project is underway and is managed by the Regional Municipality of York with a completion date of early 2005.

Ø       Hwy 404/Hwy 7, Markham Centre and Town Centre, Travel Demand Management programs underway – Fall 2004

Ø       Supported TMA staff with mailing lists and Eco Devt contacts

Ø       Incorporated TMA concept into DVD

 

Bicycle Path System

Ø       Bike Plan endorsed by Council – 3 year plan with a 2007 implementation

 

Communication Package on Gridlock and Rapid Transit Issues

Ø       A feature on gridlock was included in the Spring 2004 issue of About Markham

Ø       Both the Spring issue of About Markham and the upcoming Fall issue feature items on Markham Centre transportation

Ø       Response to provincial initiatives related to growth management.

Ø       Secondary Plan reviews completed for Cathedral spring 2004 and Cornell will be completed in early 2005

Ø       Thornhill Streetscape Study – implementation on-going

Ø       Milliken and Markham Road Main Street initiatives advanced in 2003 – Markham Road is completed and Milliken will be completed by winter 2005

 

Region’s Intersection Improvement Program

Ø   Update pending from Region

 

2. Creating a better quality of community

 

Markham continually strives for excellence in its delivery of services and has achieved an enviable record of success.   Council is committed to continuing to work to ensure that Markham is a quality community, which includes preserving the community’s history while balancing the challenges of development.  Quality communities have vital centres, active public parks and recreation areas and well planned and managed growth.  

 

In April five actions were identified as essential to creating a better quality of community.  The status of those items is reflected in the table below.

 

Council Priority

Status to Date

2. Creating a better quality of community

Development of community facilities and walk-to commercial centres

Ø     Neighbour Commercial Strategy approved Sept 2004 by Commercial Policy Sub-Committee.

Ø     Actions to secure sites in Angus Glen, Berczy andWismer to be advanced in fall ‘04/ Winter 05.

 

Residents’ satisfaction in new development areas re: pedestrian friendly retail development

Ø     The Neighbour Commercial strategy identified different actions and steps to be taken in various communities in order to secure neighbourhood shopping facilities.  A more detailed report will be presented to Development Services Committee early in 2005.

 

Knowledge Community Task Force –Key indicators and strategies

Ø       Launched Task Force meetings (Q1)

Ø       Aiming to recruit Task Force and propose targeted work plan (Q4)

 

 

 

 

3. Improving environmental protection and management

 

The Town is working to protect, restore and enhance Markham’s natural features and green spaces to ensure the maintenance of a vital and healthy ecosystem. Environmental policies have been incorporated into the Official Plan and Secondary Plans.   Programs dealing with anti-idling waste and water management, pesticide reduction, and erosion control are examples of initiatives that the Town has undertaken to actively protect the environment.

 

The Town is developing an Environment Management Plan (EMP) that will:

·           establish an overall corporate environmental direction

·           provide a suitable corporate context for responding to the changing regulatory environment

·           encourage the reduction of environmental impacts

·           support new practices, partnerships and initiatives to encourage environmental leadership

·           position the Town as a leader in environmental stewardship and protection, energy and resource conservation as a means to achieving the Kyoto Protocol objectives and planning a sustainable community

 

Improved Solid Waste Management is also a major environmental initiative and the Town has been working on 3-stream (recyclable, organics, and residual) waste management strategy with the Region that can improve diversion rates from 35% currently to a target of over 70%. 

 

The status of the six action items are related to improving Markham’s environmental protection and management reflected in the chart below.

 

Council Priority

Status to Date

3.  Improving Environmental Protection & Management

Environmental Initiatives:

Clean Air Community – Anti-idling campaign underway.  Proposed By-Law to Council early in the new year (2005)

Kyoto – Formation of the Kyoto Committee underway

Green Roofs – Will be addressed in the Environmental Management Plan for 2005.

Waste Management – New Three Stream Organics Diversion Program first phase Sept ’04 the rest of the Town Sept ‘05

Water Management – Council approved waterworks operational review plan     Jan 27, 2004

Herbicides/pesticides – Staff to report on City of Toronto experience Fall 04

Light pollution – Report on Policy for Light Pollution by year end

Demand side management - Consultant has been hired by the Town of Markham to create a business plan for the Markham Energy Conservation Office – Draft business plan to be completed Q1 -2005

Ø     Implementing Energy Efficiency measures into buildings.  I.e. Angus Glen, Centennial CC, Thornhill CC, etc.

Renewable Energy Options – Will be addressed in the Environmental Management Plan – consultant to be hired in Q1-2005

 

Environmental Management Plan

Ø       The Town will prepare an Environment Management Plan that will establish an overall corporate environmental direction; provide a suitable corporate context for responding to the changing regulatory environment and will encourage the reduction of environmental impacts.  At the same time, this Plan will support new practices, partnerships, and initiatives to advance and encourage environmental leadership.

Ø       Release of RFP anticipated in Fall 2004

 

Environmental Policy Review and Consolidation

Ø       Environmental Policy Review and Consolidation study has commenced and consultants have been retained.  The background/inventory component of the study is underway. The first phase of the work and roll out the public consultation program to begin fall ‘04/ winter ’05.

Ø       Rouge North OPA under appeal

Ø       Small Streams study to be completed shortly

Ø       Responded to the Provincial Source Water Protection initiative

 

Environmental Land Acquisition Fund Program

Ø     Coordinated through the Environmental Issues Committee

Ø     Finance Department reviewing opportunities to build the fund

Ø     Undertaken the initiative of developing a priority list of properties.

 

Water resources policy initiatives and watercourse improvements

Ø       Milne Creek revitalization to go to tender November 2004 and Leitchcroft Pond retrofit contracts awarded to Elirpa Construction and Materials Ltd. and to be completed Summer 2005

Ø       Pomona Creek Task Force established November 2004

 

3 stream waste management system 

Ø       Phase I of “Mission Green” was successfully launched on Sept 17, 2004.

Ø      Phase II of Mission Green (rest of the Town) in fall 2005.

 

 

 

 

 

4. Implementation of Markham Centre Downtown

 

In 2004, the Markham Centre implementation entered a new phase with the start of construction of a number of key projects such as Remington, Tridel, and Enterprise Blvd.  

 

Action items identified for the 2004 to 2006 term of office with respect to the Markham Centre downtown are identified in the chart below. 

 

Council Priority

Status to Date

4.  Implementation of Markham Centre Downtown

Implementation of Markham Centre as follows:

Status of final central amenity design

Ø       Detailed design to begin 2005

 

Ensure downtown core draws people

Ø       Implemented DVD and mail-out (Q2)

Ø       Conducted site visits (on-going)

Ø       Regularly include in “The Leader” newsletter

Markham Centre Zoning By-Law

Ø       Enacted without appeal in June 2004

 

Parking and Financial Strategies

Ø       Strategy advanced throughout 2004

 

Cash-In-Lieu of parking by-law

Ø       2005 project

 

Expedite development approvals and advance construction of key infrastructure

Ø       Enterprise Drive and Rodick Road grade separation commenced

Ø       YMCA and Liberty projects approved in spring 2004

Ø       Greenlands plan approved in June 2004

 

 

5. Safe Streets

 

Creating a safe environment is a challenge that faces all urban centres.  Markham continues to strive to develop a community that has a mix of uses; a central focal point, walkable destinations and a well designed and managed transportation system.

 

The notion of safe streets extends beyond traffic issues to include the personal safety of anyone who lives, works and plays in Markham.  This means that as new communities are designed, they most incorporate elements that make them livable, pedestrian friendly places to live.

 

The chart below provides a status report on the three action items identified in April against this strategic priority.

 

Council Priority

Status to Date

5.  Safe Streets

Approval by Council of Final report on Safe Streets

Ø       Safe Streets Strategy and Implementation Plan prepared and endorsed by Council October 12, 2004

Ø       Safe Street Task Force established to implement plan January 2005

 

Status of implementation Plan for Safe Streets

Ø      Fall 2004 kick off event held October 28, 2004

 

 

6. Improving standards of service and service delivery

 

Markham strives to provide high quality services to its residents in conjunction with a sound and affordable financial plan.  Council and staff work with a wide variety of stakeholder groups who help shape everything from the creation of new communities to the direct service delivery of fire, water, recreation, parks, culture, libraries to by-laws, heritage, roads and waste management. 

 

The Business Unit Profiles and Key Performance Indicators will provide information to help Council and staff understand the impact of growth, customer priorities for services and the potential cost associated with maintaining a service level.  Understanding existing service levels and staying close to key stakeholders and the customer-resident base will help Markham make good decisions with respect to financial investment in programs. 

 

Improving standards of service and service delivery is an ongoing task. The Town uses two survey tools to help gage the satisfaction of its staff and customers. 

 

Staff Satisfaction Survey

 

The Town engaged in its fourth Staff Satisfaction Survey this year, with a 73% response rate. After reviewing the survey responses, the Town has elected to focus on five areas for improvement:

 

·           Management Practices

·           Performance Management System

·           Workload and Its Impact, including unplanned priorities

·           Use of the Town’s Customer Satisfaction Measurements

·           Inter-Departmental communication and cooperation

 

Each Department has been asked to address a minimum of two improvements from the areas identified for their work group.  The status of the work being done on improvement areas will be reported to the CAO & Commissioners’ Committee on a monthly basis.   The Staff Satisfaction Survey will be undertaken on an annual basis commencing in 2005. 

 

 

Citizen Satisfaction Survey

 

An integral part of the Town’s customer satisfaction measurement program is the Town-wide citizen satisfaction survey.  This survey is administered every three years, during the first year of a new Council term.

 

A random sample of residents from each Ward was asked to complete the telephone survey, and over 1,200 residents participated.  The feedback from the survey gives the Town an indication of:

·           how well it is doing in providing key services to residents

·           where priority actions are required

 

The analysis of the Citizen Satisfaction Surveys is currently underway and will be reported to CAO & Commissioners’ in November.

 

The chart below shows the status of the action items related to improving standards and service delivery.

 

 

 

 

Council Priority

Status to Date

6.  Improving Standards of service & service delivery

Status of Business Unit Profile process

Ø       Continued to develop and document key performance indicators and communicate these standards to stakeholders

Ø       One of the improvements to the Business Unit Profiles (BUP) for 2005 was the addition of graphs in the KPI section.  The addition of the graph to the BUP has provided a means to display trends which will be used in the business planning process.

Ø       2005 Business Units now have identified KPI's in all four focus areas; Customer Satisfaction, Financial Performance, Operational Excellence and Staff Satisfaction.

Ø       As part of the 2005 Business Planning process all Business Units were presented the CAO and Commissioner forum and later to their perspective committees.

 

Maintenance of Service Levels due to growth

Ø       To better understand the cost of growth across the organization another section was added to the BUP, Core Service Growth. The core service growth section summarizes the required resources changes to the Business Unit resulting from population growth.

Ø       For the 2006 BUP, the Core Growth section will be expanded to include a breakdown of growth items by growth type and funding source.

Ø       Successful implementation by Waste Management & Contact Centre deploying the CARe system to Miller Waste to improve service levels

Ø       Tremendous amounts of work have been done to prepare the organization to deal with the impacts of Bill 124 for summer 2005.

 

Clarification of municipal and regional responsibilities

Ø       Database has been created to track and report on outstanding regional issues – to be implemented Q4-2004

 

 

 

 

SUMMARY

 

When Council identified its six strategic priorities in January of 2004 the intent was to reflect priorities that Council had determined needed to be dealt with during this current term.  Over the past year staff has been working to move forward with initiatives and programs that support the strategic priorities.

 

This report is the first report back on the status of the strategic priorities to keep Council apprised of the work being done by departments.  To keep Council up-to-date on the status of the strategic priorities, regular update will be provided.

 

FINANCIAL CONSIDERATIONS:

 

Council’s 2004 – 2006 Strategic Priorities have been incorporated into the annual budget process.

 

 

 

BUSINESS UNITS CONSULTED AND AFFECTED:

 

All Commissions

 

ATTACHMENTS:

 

 

N/A

 

 

 

 

 

 

Chief Administrative Officer